<p class="ql-block">前言：</p><p class="ql-block">2003年美國商會百年特輯之全球最佳企業(yè),被評選為21世紀最具發(fā)展?jié)摿尽?002年美國商會百年特輯之全球最佳企業(yè),被評選為21世紀最具發(fā)展?jié)摿尽?lt;/p><p class="ql-block"><br></p><p class="ql-block">2002年是美國商會成立100周年，美國商會特地出版百年特輯《美國精神》來做為紀念，記錄其中的公司必須是有充分的依據證明，可以過100年慶的企業(yè)，評判的主要標準：對人民有貢獻、安全、最具潛力的公司，1800萬個公司，44個行業(yè)，全美也就評選出42家，美樂家是其中的一家。美樂家的日用品、保健品、化妝品三個行業(yè)全部入圍，代表了3個行業(yè)。</p> <p class="ql-block">美樂家, INC</p><p class="ql-block">美樂家公司</p><p class="ql-block">ONE OF THENATION’S FASTEST GROWINGHOME-BASED BUSINESSES, 美樂家, INC,OFFERS ADVANCED NUTRITIONAL SUPPLEMENTS; PURE, NATURAL, SKIN-AND HAIR-CAREPRODUCTS; AND ENVIRONMENTALLY FRIENDLY CLEANING PRODUCTS.</p><p class="ql-block"><br></p><p class="ql-block">美國發(fā)展最迅速的以家居用品為生意之一的美樂家公司，提供的是最好的營養(yǎng)品，純粹天然的皮膚以及頭發(fā)護理產品，和環(huán)境清潔用品。</p> <p class="ql-block">1770: In NewSouth Wales, Australia, Captain Cook learns that local aborigines treat anumber of their ailments with a tea brewed from the leaves of the 美樂家 tree, a shrub like tree he names the “tea tree.”</p><p class="ql-block"><br></p><p class="ql-block">1770: 在澳洲新南威爾斯省南部，庫克船長獲悉地方土著居民用從美樂家樹的樹葉釀造的茶來治療他們的許多疾病, 這種很像樹的灌木他命名為“茶樹”。</p> <p class="ql-block">2001: InIdaho Falls, Idaho, 美樂家, inc.——launched originally to market products based on the 美樂家 tree——conducts a$450 million per year business, with an enviable catalog of healthful andtherapeutic home hygiene, nutrition, and personal care products.</p><p class="ql-block"><br></p><p class="ql-block">2001: 在愛達荷州，愛達荷市，美樂家,inc.——最初在市場上銷售的是美樂家樹為基礎的產品，每一年產生4.5億的營業(yè)額, 來自一份帶有益于健康和治療的家庭衛(wèi)生保健用品、營養(yǎng)品和個人護理產品資訊的倍受注目的目錄。</p> <p class="ql-block">How 美樂家 oil found its way from a miniscule part of Australia into millionsof American households——whileinspiring a business that in 1991 was described by Inc. magazine as America’s 37th fastest growing private company and since then has beenconsistently ranked among the inc. top 2000——is tantamount to an incredibleentrepreneurial journey.</p><p class="ql-block"><br></p><p class="ql-block">美樂家是如何從澳洲的一個miniscule區(qū)域擴展到數以百萬計的美國家庭，并且在1991，公司被企業(yè)雜志評比為美國第 37 家成長最快速的私營公司并且從那以后一直名列inc排行榜。2000 年之前，這真是一次難以置信的企業(yè)家的旅程。</p> <p class="ql-block">In 1985,current 美樂家 president andCEO,</p><p class="ql-block"><br></p><p class="ql-block">Frank L. VanderSloot——at thepoint content in his post as regional vice president for a Fortune 500 company——received a call from Roger Ball, an old family friend, who hadteamed up with an Australian who claimed to have 80 percent of all the 美樂家 trees in the world on his ranch. Ball wanted VanderSloot to helpthe two partners build a company to market 美樂家 Oil, as well as various complementary products.</p><p class="ql-block"><br></p><p class="ql-block">在 1985 年,現在的美樂家董事長和首席執(zhí)行官-范德士——是一家財富 500強公司的副總裁, 他接到了一個叫Roger Ball老朋友的電話,想要和范德士先生二個合作建立一家公司，在市場上銷售美樂家油 , 和各種不同的輔助產品. 因為他說已經和一個澳洲人合作在他的大農場上種有世界上占有80% 的美樂家茶樹.</p> <p class="ql-block">Reluctant asfirst, VanderSloot finally agreed, quit his job, moved his family to ldaho, andthrew himself into the business with enthusiasm. But he soon discoveredseemingly insurmountable problems. After investigating the company’sliterature, he determined that many of the medical claims the company had beenmaking about 美樂家 Oil wereoutside the bounds set by the U.S. Food and Drug Administration. He alsodiscovered that many of the products lacked credible research and that thecompany’s marketing plan wasbased on a multilevel marketing scheme that was probably illegal in all 50states. Finally, VanderSloot discovered that the company’s Australian partner did not control anything near 80 percent of theworld’s 美樂家 trees. In fact, he owned barely 5percent of them. Sales plummeted.</p><p class="ql-block"><br></p><p class="ql-block">范德士先生起初不情愿，但最后同意離開他的工作，移居到愛達荷, 而且全身心投入生意. 但是他很快發(fā)現了似乎難以克服的問題. 在調查公司的材料之后, 他發(fā)現公司已經生產的美樂家精油的品質標準是在美國食品和藥品管理局制定要求范圍之外的. 他也發(fā)現許多產品缺乏可行性研究，而且公司的市場營銷計劃基于一個多層的銷售計劃，并且這樣的計劃在全部50個州中有可能是不合法的。最后, 范德士先生發(fā)現事實上公司的澳洲合伙人根本沒有世界上80% 的美樂家茶樹，他只擁有5%，致使銷售量驟然跌落。</p> <p class="ql-block">Notsurprisingly, the decision was made to close down Oil of 美樂家, Inc, which had taken off with such great promise.</p><p class="ql-block"><br></p><p class="ql-block">不必驚訝，美樂家公司做出了倒掉已制成的荼樹精油的決定，這之前從哪還能找到幾個這樣偉大的承諾。</p><p class="ql-block"><br></p><p class="ql-block">What happenednext is the stuff of marketing history. Out of failure, VanderSloot learned thesecret to 美樂家’s currentsuccess.</p><p class="ql-block"><br></p><p class="ql-block">之后在行銷記錄材料中偶然發(fā)現了問題關鍵所在.從失敗中，范德士先生學習到了美樂家現在成功的秘密.</p> <p class="ql-block">“I learned,” saysVanderSloot, “that a lot of ordinary, hardworking people want to get ahead, butthat they have no real way to do it. Though America is supposed to be the landof opportunity, with corporate mergers and buy outs, it is nearly impossible forthe little guy to get in.”</p><p class="ql-block"><br></p><p class="ql-block">“我學到了,”范德士先生說，“許多平凡而勤勞的人們想要有更好的發(fā)展, 可是他們沒有有效的途徑. 雖然美國應該是充滿機會的地方，但是由于公司的兼并和買賣的外行，對許多弱小者來說幾乎是不可能做到的。</p> <p class="ql-block">“Little wonder thatthroughout the ages there has been a popular cry to redistribute wealth,” hecontinues. “The problem is that socialism and communism just haven’t worked,and of course, they never will. I realized that what we need is not theredistribution of money, but the distribution of opportunity.”</p><p class="ql-block"><br></p><p class="ql-block">“在各個年代早已有呼聲希望財富重新分配的奇跡出現,”他繼續(xù)：“這個難題在社會主義和共產主義社會正好可以避免，當然，他們從沒這必要。我意識到我們需要的不是錢的再分配, 而是機會的分配?！?lt;/p> <p class="ql-block">VanderSlootknew that 美樂家 Oil really didhave great therapeutic potential. And with his newfound knowledge thatsignificant numbers of people longed for the opportunity to secure anindependent income, he developed new formulas, as well as an innovative newmarketing plan.</p><p class="ql-block"><br></p><p class="ql-block">范德士先生知道美樂家的茶樹精油確實是很棒的、有潛在性治療作用的精油. 而且他有一些重要的新發(fā)現，有很多人一直希望有可靠的機會和一份穩(wěn)定獨立的收入, 因此他開發(fā)了新的模式, 和一個創(chuàng)新的營銷計劃.</p><p class="ql-block"><br></p> <p class="ql-block">He rearrangedhis deal with the original owners, became a partner in the business, investedhis life savings, and set out to establish a brand new organization. He metwith chemists, pharmacists, doctors, attorneys, and other experts of variousstripes, then he launched 美樂家, Inc., inSeptember 1985. With a loyal office staff of seven , he developed a missionstatement that pledged to “enhance thelives of those we touch by helping people reach their goals” and vowed to “never chargemore for our products than what they are worth.”</p><p class="ql-block"><br></p><p class="ql-block">他和最初的擁有者重新組合, 變成生意的一個合伙人, 用他的生活儲蓄作為投資, 并且宣布建立新的商標組織. 他遇到各種不同的化學家，藥劑師，醫(yī)生，代理人和其他的專家, 然后他于1985年9月建立了美樂家公司。藉由七個忠誠的公司職員，他陳述了這樣一份保證“以幫助人們達到他們的目標來提高生命價值”而且發(fā)誓“從不為我們的產品辯護，而更多地去研究它們的價值如何。”</p> <p class="ql-block">VanderSloot’sefforts paid off when, in 1991, he accepted the prestigious Blue ChipEnterprise Award from U.S. Chamber of Commerce. This award recognizes companiesthat overcome great adversity on their way to success. In 1998, VanderSloot wasnamed “Idaho Business Leader of the Year” by Idaho State University, and in2001, he was named “entrepreneur of the Year” for the northwest United States.</p><p class="ql-block"><br></p><p class="ql-block">在 1991 年，范德士先生的努力見效了, 他接受了來自美國商業(yè)協(xié)會的享有聲望的績優(yōu)股企業(yè)獎賞. 這個獎賞代表該公司在通往成功的途中克服了所有困難. 在 1998 年，范德士先生被命名愛達荷州大學的 "年度愛達荷商業(yè)領袖"，而且在 2001 年，他被命名為美國西北部"年度企業(yè)家".</p> <p class="ql-block">Today, in the美樂家 Country Catalog,there are more than 200 top-of-the-line nutritional supplements; fast-actingnatural cures for aches and pains; economically and ecologically sensiblelaundry and cleaning products; and luxurious, beneficial shampoos, bath gels,skin care preparations, and cosmetics for both men and women. Indeed,VanderSloot and his scientists guarantee that the products distributed by 美樂家 are of a higher quality----and are a better value----than any to befound in a grocery store.</p><p class="ql-block"><br></p><p class="ql-block">今天, 在美樂家公司目錄, 有200多種頂尖產品。營養(yǎng)輔助食品；快速自然的治愈了疼痛和痛苦；專業(yè)的清潔產品，經濟又環(huán)保；優(yōu)質的洗發(fā)精, 沐浴凝膠和化妝品為呵護男人和女人的皮膚而準備. 也確實,范德士先生和他的科學家保證美樂家所銷售的產品在同品質產品中,價位最底,同價位中,品質最好.</p> <p class="ql-block">“Today, we are in theposition where top scientists approach us with their inventions,”notes VanderSloot. “Theysometimes spend years developing awesome products with no way to take them tomarket.. 美樂家 becomes thatavenue to the marketplace. PROVEXCV, a revolutionary heart-protectionsupplement containing specific varieties of grape skin and grape seed, wasdeveloped at the University of Wisconsin; our best-selling vitamin and mineralVitality Pak, processed with a fructose compound that allows the body to fully assimilateminerals, was developed by scientist David Mitchell; and our AccessFat-Conversion Activity Bars were developed from the research of Dr. Larry Wanginto adenosine, a nucleoside involved in the body’s capacity to metabolizefat.”</p><p class="ql-block"><br></p><p class="ql-block">“今天，我們頂級的科學家用他們的發(fā)明與我們合作,”范德士先生強調“他們有時花多年的時間開發(fā)具有權威性的產品卻沒辦法推向市場，美樂家成為它們市場通道。葡萄籽CV,包含葡萄皮和葡萄種子豐富的、革命性的心臟保護補充物, 這是由威斯康辛州的大學發(fā)現的；我們最暢銷的維他命和礦物活力 Pak產品, 用能讓身體完全吸收礦物質的一種fructose 化合物處理，被科學家大衛(wèi)?米切爾開發(fā)；我們的活力棒是由Dr. Larry Wang醫(yī)生發(fā)現的，它能夠有效地積極參與在身體中脂肪物質的轉換?！?lt;/p> <p class="ql-block">And how does 美樂家 market its products? For a $29 investment, marketing executives canbuy comprehensive information on every product and a 12-month subscription tothe company’s monthly magazine.Then, using the catalog, along with knowledge of the real science behind everyproduct, they can market the line to their friends, neighbors, and relatives.Their customers order from the catalog each month, and 美樂家 pays commissions to whoever gave the customer the catalog.Moreover, since 美樂家 shipsevery order directly to the customer, executives don’t have to contend withstocking products or managing inventory.</p><p class="ql-block"><br></p><p class="ql-block">那美樂家是如何銷售他的產品的呢？是以$29 投資，讓行銷主管每月從公司所贈送12個月的豐富的產品目錄中購買任意產品。然后使用目錄，真正科學地了解每種產品的知識后，將產品銷售給他們的朋友，鄰居和親戚。接著，他們的客戶每月從目錄上訂購產品，由美樂家來支付介紹人的傭金。而且，美樂家負責將產品發(fā)送給顧客的每個環(huán)節(jié)，行銷主管無須為產品運送和管理存貨清單而操心。</p> <p class="ql-block">In April 2001,the 美樂家 head office sentout 162,000 commission checks, ranging from $2.03 to more than $185,000. In2000, two independent marketing executives made more than $a million, whilemore than a few executives took home hundreds of thousands of dollars.</p><p class="ql-block"><br></p><p class="ql-block">在2001年四月份傭金檢算，美樂家總公司發(fā)放出162,000 傭金, 范圍從 $2.03 到$185,000以上. 在 2000 年，兩個獨立行銷主管賺了超過一百萬美金的傭金, 而有更多的主管拿到了成百上千的傭金。</p> <p class="ql-block">“Our business isactually tailored to supplement people’s existing incomes,”VanderSlootsays. “Many marketingexecutives sell 美樂家 productspart-time.” For those startingout, the average income is $1,500 per month. And while this alone can make asignificant impact on the average family budget, the potential for growth issubstantially greater.</p><p class="ql-block"><br></p><p class="ql-block">“我們的事業(yè)實際上是為了補貼人們現有的收入,”范德士先生說. “許多行銷主管是兼職做美樂家的。剛開始的時候, 平均的收入每月是$1,500. 這已能對一個普通家庭的預算產生明顯影響，其發(fā)展?jié)摿κ呛艽蟮摹！?lt;/p> <p class="ql-block">Also, withits loyal customer base, the company has been able to negotiate good rates on anumber of services on behalf of its customers. For example, 美樂家’s Preferred Customers----those who have a minimum standing order for$35 worth of products each month ----can now enjoy substantially reduced ratesfor Internet access, airline ticket, and long-distance telephone service.</p><p class="ql-block"><br></p><p class="ql-block">也就是由于它有許多忠實的客戶基礎，使公司能夠在許多的服務上代表它的客戶獲得好的折扣。舉例來說，美樂家的忠實客戶——那些每個月持續(xù)訂購最少$35 價值產品的人，現在可以享受因特網訪問，飛機票和長途電話的大的折扣。</p> <p class="ql-block">Currently, 美樂家 signs somewhere between 17,000 and 20,000 new house holds everymonth. It is already in one out of every 200 households in the United Statesand Canada, and it recently opened branches in Hong Kong, Taiwan, Japan, andAustralia.</p><p class="ql-block"><br></p><p class="ql-block">現在，美樂家每月新簽約客戶已達到17,000和20,000 戶之間. 它已經深入美國和加拿大每平均200個家庭中，而且它最近在香港，臺灣，日本,澳洲新加坡,荷蘭,中國也開設了分支機構.</p> <p class="ql-block">Finally, onthe key to leadership, VanderSloot offers, “I have learned that people want tohave a dream. They want to have hope. It is an awesome responsibility that wehave as leader, that people are following us. It is important that we liveworthy of their trust in us. We must provide them substance, with superiorproducts, and financial reward in proportion to their contribution. We reallyare redistributing opportunity.</p><p class="ql-block"><br></p><p class="ql-block">最后，在領導這一關鍵點上，范德士先生說明,“我了解人們想要有一個夢想. 他們想要有希望. 這是我們作為領導者的一項神圣的職責，人們正跟隨著我們，最重要的一點是因為我們是值得他們信任的。我們一定要為他們提供物質，包括優(yōu)良的產品，并且對他們的貢獻給予相應的經濟報酬。我們真的正在重新分配機會給每個人。</p> <p class="ql-block">And theresult is only fun, it’s incredible!</p><p class="ql-block"><br></p><p class="ql-block">而且結果只會令人愉快,這是不可思議的!</p>